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Critical questions about standards
Facts about HR
Why a national standard
Myths about standards
Types of standards
Global approaches to standards
SABPP National HR standards model
Learning & Development standard
Positioning SABPP within the “lines of defence”
The SABPP auditing and certification process
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How many of you would like to eat in a restaurant without standards?
Or stay in a hotel without standards?
Or send your child to a school (or pre-school) without standards?
Or get operated in a hospital without any standards-stories about operations on right eye
iso left eye; or amputation of the incorrect leg?
Or drive a car without standards-remember recalled cars recently?
Or use an airline without standards- allegations on recent fatal airplane crashes relating
to standards?
Collapsing malls and churches, which have claimed lives due to alleged compromised
standards?
The food poisoning incidents in schools due to compromised standards?
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Why do we continue to manage people and
govern the most precious part of our
organisations (i.e. people) without
standards?
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Human Capital is the biggest concern for CEOs (PwC).
Only 18% of CEOs feel confident that they have the right people in place to execute strategy (CEB).
Human Capital is the biggest risk in business (HCI Africa).
Skills crisis is the top obstacle to economic growth.
Strikes cost SA R 200 million+ per day.
The 2012/2013 WCR placed SA at 113 out of 144 countries iro labour market efficiencies
2014 SA was ranked 148 out of 148 countries by WEF iro employer-employee cooperation and
labour
SA is “rushing to the bottom” of world rankings yearly iro HR standards.
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SA losing R12 billion a year due to absenteeism.
Only 19% auditors feel they use HR optimally (CG Index – Institute of
Internal Auditors).
Only 5% employees understand business strategy.
World-wide 13% of employees actively engaged.
Companies with engaged employees outperform others by 202% (Dale
Carnegie).
Companies with good HR Practices outperform others by treating HR as
critical business function, these companies are 105% more profitable.
Average ROI on wellness programmes: 300%.
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We need to improve the quality of HR practice.
HR will not be seen as a true profession without standards.
Inconsistencies – practices, sites, business units, companies,
industries.
Too many bad examples of things going wrong – Marikana, Medupi.
Raising the bar for the HR profession and business impact.
World competitiveness rankings by WEF since at least 2009 indicate
we have to do something drastic about our HR standards
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Impose an onerous compliance regime
Duplicate best practices
Our company is so unique syndrome
Standards stifle innovation
Take flexibility away
Ignore industry differences
Too practical, not based on theory/research
Standards are cast in stone
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Unit standards / Curriculum standards
Service delivery standards
Competence standards
Metrics/benchmarking standards
Professional practice standards
Business/industry/process/system standards - ISO
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Production and safety lead – ISO standards
Professional standards – accounting
Top global companies – their own standards
Canada – HR Standards & Metrics
UK – Human Capital Standard (BSI/CIPD)
ISO HR project started
South African National HR Standards
HR Standards in Namibia
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic
HRM
Talent
Management
HR Risk
Management
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE &
DELIVERY PLATFORM
Work-
force
planning
Learning Perfor-
mance Reward Well- ness ERM OD
HR Service
Delivery
HR Technology
(HRIS)
Prepare
Imple-
ment
Review Improve MEASURING HR SUCCESS
HR Audit: Standards & Metrics
H R
C O
M P
E T
E N
C I E
S
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DEFINITION
Learning and development is the practice of providing occupationally
directed and other learning activities that enable and enhance the
knowledge, practical skills and work place experience and behaviour of
individuals and teams based on current and future occupational
requirements for optimal organisational performance and
sustainability.
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5.2.1 To create an occupationally competent and engaged workforce which builds
organisational capability, providing employees with opportunities to develop new
knowledge and skills.
5.2.2 To focus learning and development plans on improving people’s ability to perform
to achieve organisational objectives and provide the means for measuring the impact of
learning and development interventions.
5.2.3 To support and accelerate skills development and achievement of employment
equity and organisational transformation and limit the impact of skills shortages.
5.2.4 To create a learning culture and environment that enables optimal individual, team
and organisation learning and growth in both competencies and behaviour.
5.2.5 To capture and replicate and enhance critical knowledge within the organisation.
5.2.6 To ensure learning and development is a catalyst for continuous improvement,
change and innovation.
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SABPP BOARD CEO
SABPP QA SERVICES
to be provided by existing
LQA function
HR AUDITS
COUNCIL
Board Committee
FUNCTIONS
Ensure structure and processes
are in place
Overview audit reports
Stimulate continuous
improvement
HEAD OF AUDIT
UNIT
ADMINISTRATOR
LEAD AUDITORS
[50]
FUNCTIONS
Other existing office
functions will contribute on
a matrix structure (e.g.
Stakeholder Relations,
Research, and Professional
Services).
AUDITORS
[150]
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ORGANISATIONAL BOARD / AUDIT COMMITTEE
MANAGEMENT CONTROL
INTERNAL CONTROL MEASURES
► FINANCIAL CONTROL
► SECURITY
► RISK MANAGEMENT
► QUALITY
► INSPECTION
► COMPLIANCE
INTERNAL AUDIT
SENIOR MANAGEMENT
1ST LINE
OF DEFENCE
2ND LINE
OF DEFENCE
3RD LINE
OF DEFENCE
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ORGANISATIONAL BOARD / AUDIT COMMITTEE
SENIOR MANAGEMENT
1ST LINE
OF DEFENCE
2ND LINE
OF DEFENCE
3RD LINE
OF DEFENCE
4TH LINE
OF DEFENCE
SABPP
AUDIT
UNIT
INTERNAL
AUDIT
FINANCIAL CONTROL
SECURITY
RISK MANAGEMENT
QUALITY
INSPECTION
COMPLIANCE
INTERNAL
CONTROL
MEASURES
MANAGEMENT
CONTROL
Resides outside the organisation
Set requirements intended to strengthen controls in an organisation
Independently and objectively assesses the whole or some part of the
first, second, and third line of defence
“An HR management performance audit is future orientated and can
identify areas for organisational improvement” - Abstract from Dissertation;
Chris Andrews: Bond University
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“HR Auditing crosses the boundaries between HR management and auditing… it
can be a suitable method for evaluating the contribution of HR activities to
organisational objectives assessed on the basis of value for money.” – Abstract
from Dissertation; Chris Andrews: Bond University.
This model provides HR Professionals with a robust, risk-based framework to
ensure an integrated, aligned and well-governed approach to auditing the
National HR Standards.
Ensures that HR controls quality and consistency in accordance with the spirit of
good governance as documented in King III.
Focus on strengthening the HR Business Partner philosophy without
compromising the principles of quality and independence.
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Comprehensive audit manual and tools
Quality assurance and system
Auditor competency profile
Training manual
Selection and training of the first 48 auditors
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Prepare HR Team
Brief Line
Management
Self-Assessment Tool
Address gaps
Build competencies
Assign audit team
Conduct audit
Close out meeting
Audit report and
findings
Certification (or not)
Improvement plans
CPD
case studies
AUDIT POST AUDIT PRE-AUDIT
Impartiality
Competence
Responsibility
Openness
Confidentiality
Responsiveness to complaints
Professional integrity
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76 Auditors completed their stringent, comprehensive selection and training
process.
Some of these will act as facilitators rather than auditors
Immediate products available are:
Pre-audit consultation
Full audits of 13 standards
Single standard audit with provisional credit
Work will be conducted in accordance with the highest ethical and professional
standard
The SABPP Internal Audit and Quality Assurance will apply
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We have a world-class product
We cannot and will not tolerate any form of mediocrity!
Confidentiality agreements will be signed by all Auditors
A complaints process is in place
Fraud prevention measures are in place
We already have a National footprint
Our aim is to work in partnership with our HR colleagues
Support YOU in achieving entrenching the standards within your own
organisation
Non-punitive
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Offer and contract
Initiate audit & prepare on-site activities
Conduct audit, agree on findings, conduct close-out meeting and submit report to Audit Unit
Audit Unit confirms findings, certification status and recommend continuous improvements
All 13 elements of the Standards will be audited
Each element must receive a score of 60%
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YEARS
1 AND 2
INITIAL AUDIT
REASSESSMENT AUDIT (where one element needed rectification)
► COMPLIANT
► MINOR NON-COMPLIANCE
► MAJOR NON-COMPLIANCE
YEAR 3
RECERTIFICATION AUDIT prior to expiration of certification
(shortened procedure)
AUDIT RECORDS RETAINED
FOR FIVE YEARS
► Audit certification may only be issued by the SABPP
► Audit registers will be maintained
► Only auditors who are qualified through the SABPP may conduct
audits
► All audits must be administered by the SABPP Audit Unit
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For regular updates on HR Standards & Audits
visit www.sabpp.co.za
or the blog hrtoday.me
or follow us on twitter @SABPP1
or contact Christine at hraudit@sabpp.co.za
or call us on 011 045 5400
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